As computerized management information systems become readily available to the hospitality industry, attention needs to be directed to the actual success of the systems in meeting the objectives for which they are designed.

It was once thought that, as systems became more user-friendly, they would be quite readily accepted. But this may not be so.

Evidence from MIS implementation studies in other industries suggest that at least five factors other than user-friendliness are important determinants of the success of MIS projects.

These factors are:

-- Top management involvement.

-- A desire for the system by the intended users.

-- An immediate problem to address.

-- An established MIS group within the company.

-- Involvement of users in the design process.

Lack of top-management involvement in MIS design contributes to the failure of many computer-based systems. In such situations, both managers and designers assume that a manager need not understand how the MIS works, but only how to use it. Also, management often fails to recognize the need to plan for changes in the company, including organization structure and personnel behavior, which is required to make profitable and imaginative use of computerized information processing possible.

It is a rare case in which a company has planned for these changes, and, with the full support of management, has seen that the changes actually occurred as planned.

Management information systems have both technical and human (social) aspects. The inability of technically sound information systems to meet their objectives usually can be attributed to a misjudgment of the human implications.

Overconcentration on the technical aspects of these systems and the tendency to overlook the human involvement and resulting behavioral problems on the part of system users frequently results in MIS ''failure.''

Use of a computer-based MIS entails change on the part of the users. Resistance may occur when people anticipate or experience changes in their their job responsibilities.

Failure to involve the users in adopting a new system -- from the outset -- has been the biggest pitfall.

A company can take several measures to make the MIS and the employees compatible. Users should be involved in the design of the new system so that developers can determine what their needs will be.

Historically, users have had a great deal of difficulty communication their needs to MISA designers. The cause is probably more a lack of good communication than the user's inability to identify information needs. Steps should be taken to ensure that this communication occurs.

Techniques such as interviews, personnel surveys and on-site observations can help overcome that problem.

Inadequate MIS training amd a fear of the system are other sources of resistance. Users are not friendly toward something that they do not understand and do not feel that they can use for their benefit. There is often a need for users to receive technical training in the new MIS system as well as training is system usage.

A technical understanding will help users become more comfortable with the system as well as enabling them to be more creative in reaching the information goals of the company. Good training programs are a company's investment in its employees. That requires top management's support.

As management information systems continue to expand into telecommunications and other aspects of organizational communications, the behavioral repercussions are ever growing.

Eventually, the entire operation of a hospitality company may be automated. As offices become more centralized, particuarly as corporate mergers continue, electronic terminals may substitute for conventional communication techniques.